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Strategic Plan

View Full PDF of the Original Strategic Plan >>

View the Report on the Implementation of the A&S Strategic Plan >>

The plan sets a clear over-arching goal for the School: to be recognized as one of the best liberal arts colleges within a major research university. This goal builds on what is already the distinctive strength of the School, namely, first-class scholars and researchers involved in hands-on undergraduate education. To achieve this goal, we need the resources for faculty to assure that a) faculty research can be strengthened even further and b) our undergraduates have increased access to the faculty conducting this research.

There are two essential vehicles for reaching the next stage as a research institution: 1) adding more faculty and increasing the support for the research of that faculty and 2) improving and enlarging our graduate programs. Without a larger faculty, the burdens of teaching and service will prevent our researchers from devoting the time necessary to increase their productivity. Without more resources to support faculty research, including more and better facilities, we will be able neither to attract top researchers nor to give our faculty scholars the tools to thrive and produce. Graduate students represent the human infrastructure of research; without stronger graduate programs, we cannot effectively enhance our reputation as a research institution.

Realizing that we cannot be equally strong in all areas, the Committee recommended focusing growth in four areas: Civic Engagement, Culture and Society, Global Research and Education, and the Life Sciences. Three of these areas take as their point of departure areas of strength identified for the University as a whole by President Bacow and Provost Bharucha: life sciences and the environment, active citizenship, and an international perspective. Culture and Society is a theme unique to Arts and Sciences, with its liberal arts mission and rich tradition in the humanities and arts.

Recommendations

Faculty Size:

  1. Increase the the faculty by 60 positions. The size of the tenured and tenure-track faculty of Arts and Sciences has not increased for over 25 years. This growth should be funded with new endowed chairs.
  2. Create 40 endowed chairs for existing faculty slots. The revenue from these chairs will fund research support, including more paid research leave, for the entire faculty.

Research Support and Infrastructure:

  1. Increase the space available to faculty across the School through the creation of new space and the renovation of existing space. New space should be targeted to serve each of the strategic themes.
  2. Add the equipment and technology, as well as the administrative and technical support personnel, to assist faculty in their research and teaching efforts.
  3. Create a publication fund to help faculty with the cost of book subventions, journal submission fees, and other costs associated with publication.
  4. Increase research opportunities for faculty through more leave time for those with active research agendas.
  5. Enhance mechanisms for rewarding faculty research and teaching excellence through a larger salary adjustment budget and increases to the deans' discretionary fund.

Graduate School:

  1. Evaluate graduate programs. Where appropriate, increase the size of existing programs as well as create new ones. Eliminate ones that have ceased to attract a sufficient quantity and quality of applicants.
  2. Provide graduate students competitive levels of financial support.
  3. Increase the diversity of the graduate student body. Provide funds to recruit talented students from under-represented groups and support research opportunities for these students.
  4. Expand and promote the Interdisciplinary Doctorate Program. Appoint a Director with course release so that he or she can devote time and energy to administering and developing the Program.
  5. Establish cross-school and inter-institutional (including international) collaborative programs at the graduate level. This initiative might include the creation of Ph.D. programs in areas relating to International Relations, Neuroscience, Genetics, or Public Policy.
  6. Create more prizes for graduate students, particularly in the area of research and scholarship.

Thematic Initiatives:

  1. The creation of a Humanities Center to enhance communication and collaborative research in these disciplines and an Office of the Arts.
  2. The creation of a Center of Public Policy to support the community of faculty working in this area and to develop research-enhancing programming.
  3. The establishment of a Center for Global Research to supply the infrastructure and administrative support for collaborations in global research.
  4. The programming and building of an Integrated Lab Complex.
  5. The creation of four "titled" rotating chairs dedicated to the development and integration of scholarship in each of the four signature themes. Chairs would be provided funding, staff support, and course relief to organize faculty workshops, conferences, a speaker series, or other initiatives.
  6. The creation of the position of "Distinguished Visiting Professor," a one to two year position that could be held either by leading academic researchers and scholars or by non-academics (e.g., artists, journalists, economists, musicians) who have experiences that would contribute to the intellectual life in the School.
  7. The reconceptualizing of the College of Special Studies as a unit that would actively promote programming with the affiliated schools and other institutions.
  8. The development of intellectual colloquia to draw academics and intellectuals from the Boston area to Tufts.